http://tv.ssw.com/what-is-a-product-owner The 2013 Scrum Guide definition of the 'Product Owner', in video form!
http://rules.ssw.com.au/Management/RulesToBetterProductOwners/Pages/default.aspx
(from the 2013 Scrum Guide:)
The Product Owner
The Product Owner is responsible for maximizing the value of the product and the work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.
The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes:
Clearly expressing Product Backlog items;
Ordering the items in the Product Backlog to best achieve goals and missions;
Ensuring the value of the work the Development Team performs;
Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and,
Ensuring the Development Team understands items in the Product Backlog to the level needed.
The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner remains accountable.
The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a backlog item's priority must convince the Product Owner.
For the Product Owner to succeed, the entire organization must respect his or her decisions. The Product Owner's decisions are visible in the content and ordering of the Product Backlog. No one is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn't allowed to act on what anyone else says.

“What is agile development?” It’s always been surprisingly hard to get a simple answer to this question. There are esoteric and convoluted descriptions of agile all over the web, complete with concentric circles meant to sum it all up into a simple concept, and yet that simple answer eludes us. To be fair, agile development methodology isn’t a simple thing.
Sourceseek is a free service that handpicks software developers for your exact project needs. Get started here: https://www.sourceseek.com/get-started/
We’ll start with wikipedia’s agile methodology definition:
From Wikipedia: Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change. It is a conceptual framework that promotes foreseen interactions throughout the development cycle.
The first sentence starts by saying that agile development is a software development methodology. A software development methodology is a set of practices and procedures that help a team get organized and build software. It’s not the software itself, it’s the rule-book for organizing the team.
That first sentence goes on to describe an iterative and incremental development approach. This is a key concept, and if you only take away one thing about agile this is the one to take away.
In agile, we do iterations (circles) where we plan, execute, then review the results so that we can refine the plan and start all over again. We love change, and we want as many iterations and feedback loops as possible during the project.
At the end of that first sentence, wikipedia describes collaboration: This really just means that we emphasize partnership and collaboration, with each member of the team serving a specific role but everyone expected to be flexible and to work together. In agile, we love teamwork.
The second sentence brings in the concepts of adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and rapid and flexible response to change. In this part of the definition, we see how it all comes together! I interpret this sentence like this:
● We are adaptive. We don’t plan it all at the beginning and then stop planning. We do iterations and we are adjusting the plan all the time. This is why agile is so good for product development, we change and improve as we learn.
● We love evolutionary development. This is essentially the same thing, we learn as we go and we adjust, refine, improve...
● Time-boxing. This basically means that we manage our project using set blocks of time, like days or weeks, and we try to get as much done in those time-boxes as possible. This is the reverse of managing features. We consider what features we can build next week rather than looking at a list of features and asking how long it will take to build them.
● Rapid and flexible response to change: this is critical, and along with ‘iterations’ is the core answer to the question ‘what is agile development?’. We move fast, we are flexible, and we are truly ‘agile’! This is our mantra - fast and flexible - say it again and again!!
What is agile development?
● Agile is a way of managing software projects.
● Agile is iterative, and goes in repeated cycles instead of in a long list of steps..
● Agile is super collaborative and team-oriented.
● Agile is adaptive, constantly changing and refining plans, and moves fast!
In almost every project, the client has a harder time expressing what they want at the beginning, and it gets gradually clearer towards the end. The can be a frustrating experience as mid-project changes are pretty disruptive. Let’s try it in agile.
1) Client hires developers by the hour, day, or week.
2) Client describes what they want to the developers
3) Developers start making designs and programming the theme based on what they client thinks they want.
4) Developers show their progress to the client constantly, even every day, to make sure they are on track.
5) The client makes frequent changes and tweaks, always refining the plan and improving the result. The developer also has input and suggestions.
6) The team keeps going until the project is done..
It all sounds very good, and it can be, but the reality is that the agile development methodology requires a solid team of smart people who know what they are doing or it can be a train wreck. It also requires that the entire team (client included) be committed to an honest, forthcoming approach that emphasizes success for the client.
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Author and entrepreneur Eric Ries unpacks the difference between waterfall and agile product development theories, and outlines when each are best employed. Waterfall - the linear path of product build-out - is best used when the
problem and i

In this "Agile Tips" video, Certified Scrum Trainer, Angela Druckman gives management tips on how to best support your Product Owner. She explains the Product Owner role and their needs and requirements.
Keep Learning: http://www.collab.net/AgileTips
Get Training http://www.collab.net/AgileTraining

Whether you're creating a mobile app or a cat food delivery business, it's often helpful to start with a Minimum Viable Product. With an MVP, you'll spend more time building the things that matter, and be able to quickly test your assumptions--and the market.
But how do you decide what stays and what goes?
Will Dayble, director of web development company Squareweave, takes us through the process of creating an MVP.

Agile Portfolio Mgmt Training: http://bit.ly/agileportfolioplanning
Have you already been practicing Agile methods but wondering how you can take Agile and Lean methods to the Portfolio Level? Does your organization approve too many projects without understanding capacity? do you 'push' and multi-task several projects at the same time using the same team members? This webinar will serve as a foundation for exploring how Agile and Lean methods can apply at the portfolio level and why the concept of stable teams is critical to your success. We will cover the Agile-Lean Portfolio Lifecycle diagram and discuss why moving to a 'Lean' Portfolio Planning and Execution approach is necessary.
Presented by Sally Elatta, President of Agile Transformation Inc.
www.AgileTraining.com | www.AgileVideos.com | [email protected]

Before you start building a service, you need to find out whether users need it and whether other services exist. This part of your project is called the discovery phase.
Aleks Maricic of the GDS Transformation team talks more about what we mean when we say 'discovery phase' in relation to designing a digital service or product.
Read more about how GDS uses Agile:
https://www.gov.uk/service-manual/agile-delivery/agile-government-services-introduction
Read more about Agile in the Agile Manifesto (2001):
http://agilemanifesto.org/
Find out more about the Government Digital Service:
GDS Blog: https://gds.blog.gov.uk/
Twitter: https://twitter.com/gdsteam
Instagram: https://instagram.com/gdsteam/
Subscribe to our YouTube channel:
https://www.youtube.com/user/GovDigitalService?sub_confirmation=1

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Fully designed to help organizations grow revenue through innovation, Oracle's enterprise Product Lifecycle Management (PLM) is more than a technology solution - Agile PLM a strategic approach to managing the entire lifecycle of your products from the ideation phase of initial requirements-gathering through to the design, prototyping, certification, production, customization, service, recycling and retirement. Learn why Agile PLM is the only Enterprise PLM solution equipped to manage your entire product value chain, as part of Oracle's Value Chain Management portfolio of solutions. Visit www.oracle.com/plm for more, and subscribe to our channel!

This presentation was recorded at GOTO Aarhus 2012. #gotocon #gotoaar
http://gotocon.com
Gabrielle Benefield - Agile Trainer
ABSTRACT
It's not about building the product right, it's about building the right product.
Scrum and Agile teams can go fast and deliver high quality code, yet the product still fails. When this happens people look around for a new framework, only to see that fail as well.
Rather than continue to build more code faster, we need to look at the systemic reasons for failure. These are tied to a lack of deep understanding of the causes and impacts of the problem to be solved or opportunity to be exploited, unclear and unquantified goals, and a lack of validated learning with rapid user testing.'
It doesn't matter if you use traditional methods, scrum or lean, if you don't set the right direction it won't matter which framework you use.
https://twitter.com/gotocon
https://www.facebook.com/GOTOConference
http://gotocon.com
#Agile #ScalingAgile #Scrum

Responsibilities Of Agile Team Roles Of Agile Team In A Product Develpment Agile
"Agile" - Responsibilites :
===========================
Team Member -- Strives to be better than they were yesterday every day. Everyone in an Agile Team is first and foremost an "Agile Team Member".
Customer -- Ensures the team works on "user stories" that deliver the highest "Business value" possible.
Customer Proxy -- Helps the Agile Customer / Product Owners ensure the team works on "user stories" that deliver the highest business value possible.
Team Lead -- Does whatever it takes to ensure the team delivers with quality now and in the future.
Project Manager -- Does whatever it takes to ensure that valuable projects are delivered with quality now and in the future.
Business Analyst -- Helps the Agile Customer discover the goals and needs of the customer of the product.
User Experience (UX) Designer -- Helps the Agile Customer discover usability needs, help the team meet them and verify they have been met.
Developer -- Implements user stories with high business value using good techniques and practices.
Architect -- Ensures the team implements good techniques and practices.
Tester -- Provides information on the state of the project and ensures product with zero defect.

Agile Team Training:http://bit.ly/agileteamtraining
Have you wondered how different your role would be if you were adopting Agile and Scrum methods in your organization? The goal of this webinar is to compare and contrast the Agile vs. Traditional Roles in addition to outlining the new skills needed for being part of an Agile team. We will cover several roles such as the ScrumMaster, Product Owner, Technical Leads, Developer, Tester, Business Analysts, Managers, and Executive Leaders.
Presented by Sally Elatta, President of Agile Transformation Inc. www.AgileTraining.com | www.AgileVideos.com

This introduction video will guide you through the primary features and capabilities of Oracle Product Lifecycle Management Mobile for Agile, an optimized mobile device application for Agile PLM. Learn more at www.oracle.com/plm

http://tv.ssw.com/business-value SSW was very proud to deliver Event Cinemas new website. They are Australia's leading cinema chain.
In this video, see a client who was new to Scrum deal with estimating "Business Value" for the first time.
See at the end how the Product Owner can order the backlog by ROI, which is awesome.
Adam Cogan has more on the background on his blog:
"One thing that is practically universal in our industry is that we let Product Owners get away with far too much. Product Owners are typically extremely busy and I believe that most dysfunction that happens in Scrum teams comes down to the Product Owner. Letting a Product Owner skip estimating the "Business Value" does *not* make developers work better together.
Remember, 'what is trust?'"
Read the rest of Adam's post here: http://www.adamcogan.com/2013/05/08/the-business-value-field/
Links from the video:
SSW Rule on Estimating User Stories
https://bitly.com/EstimatingUserStories
SSW Rule on zsValidation
http://bit.ly/zsValidatePage
SSW Rule on Estimating Business Value
http://bit.ly/EstimateBusinessValue
Vote to have a Business Value Report added to TFS 'out of the box'
http://bit.ly/Business-Value-Report
SSW Event Cinemas webpage Case Study
http://ssw.com.au/ssw/Consulting/EventCinemasCaseStudy.aspx

Join Andy Singleton of Assembla, Inc. for the November 7, 2:00 PM EST (New York) / 1:00 PM CST (Chicago) Webcast. He will discuss:
- The basics of Lean Agile
- How to release more frequently
- Requirements gathering as a team sport
- Delivering a great user experience with "Story Owners"
- Real-time feedback: How to get it, how to use it
- Feature switches: A technique for better testing and staged releases
Register at www.pdma.org.
Video produced by Mark A Hart, OpLaunch

Agile project management allows you to produce smaller deliverables more frequently and efficiently, making it an excellent choice for teams that work in product development, programming, business analysis, and other collaborative areas. Explore agile project management, along with its pros and cons, in this tutorial. Watch more at http://www.lynda.com/Business-Project-Management-tutorials/Agile-Project-Management/122428-2.html?utm_campaign=MJR-EgHTA4E&utm_medium=viral&utm_source=youtube.
This tutorial is a single movie from the Agile Project Management course presented by lynda.com author Bob McGannon. The complete course is 1 hour and 46 minutes and explores the tools and techniques you need to successfully manage a project through the agile life cycle.
Introduction
1. Understanding Agile Project Management
2. Envisioning: Project Selection and Design
3. Speculating: Guiding the Agile Project
4. Exploring: Managing the Building Process
5. Adapting and Closing: Fine-Tuning to Deliver
6. Agile Tips and Tricks
7. Bonus Chapter: Real-Life Scenario

How do you design and build a 100 MPG road car in 3 months?
With no capital investment, no paid employees, and beat out Tesla Motors in the X-Prize?
WIKISPEED founder & SolutionsIQ consultant Joe Justice gives us some insight.
Including:
-How the car was constructed using off-the-shelf parts
-The use of an entirely modular design
-How WIKISPEED uses a new process for carbon-fiber body construction that costs 1/360th the traditional process
This clip was taken from the two day Certified Scrum Master: Scrum Beyond Software class taught at SolutionsIQ by Jeff Sutherland and Joe Justice.
About SolutionsIQ:
As a global provider of Agile transformation services, SolutionsIQ has a deep understanding of large-scale Agile change management. We offer a comprehensive solution for companies seeking to adopt Agile practices, from the team level to executive management. Our training, coaching, and management consulting services help companies navigate the complex cross-functional changes required for transition, and address their impact on corporate culture, governance, and release/portfolio management.

http://www.rinivansolingen.com/ This is a funny training movie discussing the 3 most common mistakes and 5 best-practices to improve your Scrum Backlog Refinement session. This is the fourth video in a series of 5. The previous movie was on improving Scrum Retrospectives. The final movie: How to improve your Daily Scrum meeting will be released soon. Subscribe to this channel to receive notifications.

http://tv.ssw.com/scrum-what-is-a-scrum-master We've converted the 'Scrum Master' definition from the 2013 Scrum Guide into cartoon form to illustrate the role of a Scrum Master in a Scrum team.
(from the 2013 Scrum Guide)
The Scrum Master
The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren't. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
Scrum Master Service to the Product Owner
The Scrum Master serves the Product Owner in several ways, including:
Finding techniques for effective Product Backlog management;
Helping the Scrum Team understand the need for clear and concise Product Backlog items;
Understanding product planning in an empirical environment;
Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value;
Understanding and practicing agility; and,
Facilitating Scrum events as requested or needed.
Scrum Master Service to the Development Team
The Scrum Master serves the Development Team in several ways, including:
Coaching the Development Team in self-organization and cross-functionality;
Helping the Development Team to create high-value products;
Removing impediments to the Development Team's progress;
Facilitating Scrum events as requested or needed; and,
Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.
Scrum Master Service to the Organization
The Scrum Master serves the organization in several ways, including:
Leading and coaching the organization in its Scrum adoption;
Planning Scrum implementations within the organization;
Helping employees and stakeholders understand and enact Scrum and empirical product development;
Causing change that increases the productivity of the Scrum Team; and,
Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization.

Speaker: Stephen Forte
One of the most popular Agile project management and development methods, Scrum is starting to be adopted at major corporations and on very large projects. After an introduction to the basics of Scrum like: project planning and estimation, the Scrum Master, team, product owner and burn down, and of course the daily Scrum, Stephen (a certified Scrum Master) shows many real world applications of the methodology drawn from his own experience as a Scrum Master. Negotiating with the business, estimation and team dynamics are all discussed as well as how to use Scrum in small organizations, large enterprise environments and consulting environments. Stephen will also discuss using Scrum with virtual teams and an off-shoring environment. We'll then take a look at the tools we will use for Agile development, including planning poker, unit testing, and much more. There will be plenty of time for Question and Answer. This seminar is a jump start for a certified scrum master exam.

Collaboratively create, discuss, and organize product requirements documents in one place with Confluence, team collaboration software, from Atlassian.
Learn more at: http://www.atlassian.com/software/confluence/whats-new/confluence-51

FREE SCRUM EBOOK http://www.pashunconsulting.co.uk/free_scrum_ebook.html
Based on the Amazon Top #10 BestSeller
SCRUM MEGA PACK http://www.pashunconsulting.co.uk/scrum_mega_pack_paperback.html
Especially for those who want a complete foundation in SCRUM.
I just wanted to let you know because it is free FOR A LIMITED TIME ONLY. Please spread the word and SHARE the link to this page. It contains the following chapters and is a complete overview for a scrum practitioner. The book contains all the chapters in one ebook:
http://www.pashunconsulting.co.uk/free_scrum_ebook.html
Chapter 1. Introduction
The Waterfall Model
The Birth of Agile
http://www.pashunconsulting.co.uk/free_scrum_ebook.html
Chapter 2. Introducing Scrum
Scrum Theory
Scrum Skeleton
Scrum Team Roles
Time-boxes (Events) and Rules
Artefacts
Monitoring the Progress of a Release - The Release Burn down
Sprint Backlog
Monitoring the Progress of a Sprint - Sprint Burn down
Shippable Product Increment
http://www.pashunconsulting.co.uk/free_scrum_ebook.html
Chapter 3. Kicking Off a Project
Root Cause Analysis
Communicating the Benefits of Scrum
Kick Off Meeting and Definition of Done
Improving Practices
http://www.pashunconsulting.co.uk/free_scrum_ebook.html
Chapter 4. Establishing Stakeholders
Examples of Stakeholders
The Importance of Stakeholders at Sprint Review
http://www.pashunconsulting.co.uk/free_scrum_ebook.html
Chapter 5. The Scrum Roles
Characteristics of a Scrum Master
Characteristics of a Product Owner
Characteristics of a Development Team
The Value of Scrum Values
http://www.pashunconsulting.co.uk/free_scrum_ebook.html
Chapter 6. Building the Product Backlog
User Stories and Acceptance Criteria
Organising stakeholder meetings
Finding Common ground
Managing Changing Requirements
Story Points
Capturing Stories in Meetings
Please let anyone who is interested in Improving their scrum practices know.
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Scrum Theory (scrum agile. agile, scrum master, scrum methodology, scrum development)
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*Atlassian Stash is now called Bitbucket Server.*
Getting the most from Agile development teams takes time. In this talk we share some of the knowledge gained during the development and rapid evolution of Atlassian Stash. How releasing often is good for your team and your product; How we get developers engaged as quickly as possible with the features designers and product managers want, ensuring we get quality features; How we use code review, CI and automation to release fast, quality features. Come along and pick up some tips from the Stash development trenches!

ISVs ( Independent Software Vendors) can reduce cost of developing software and time to market while improving quality of software by leveraging distributed agile development when outsourcing software product development.
To get more information on this topic or to find out more about Dream Orbit, please visit our website at www.dream-orbit.com or contact us at
Email: [email protected]
Phone: 1.302-409-0978.

Fully designed to help organizations grow revenue through innovation, Oracle's enterprise Product Lifecycle Management (PLM) is more than a technology solution - Agile PLM a strategic approach to managing the entire lifecycle of your products from the ideation phase of initial requirements-gathering through to the design, prototyping, certification, production, customization, service, recycling and retirement. Learn why Agile PLM is the only Enterprise PLM solution equipped to manage your entire product value chain, as part of Oracle's Value Chain Management portfolio of solutions.

Let's face it: many companies are stuck at Continuous Improvement. Retrospectives are probably the only sign of a Kaizen culture, and frequently they end up with the same list of impediments that we had a year ago. And then what? Maybe we try some games and creativity exercises, but when it comes to actual improvement...Well, how was that saying about an old dog and new tricks?
This talk will show you new ways to look at the continuous improvement process at your company, starting with -yes- retrospectives, but going far beyond that: Change Management, Corporate Culture, Innovation...
The Target Audicen includes Specially Managers, Team Leaders, Scrum Masters, Agile Coachs, Agile Evangelists, Change Agents, Agile Consultants, Agile Trainers, Agile Team Members and, in fact, everyone involved in the development of a Continuous Improvement Culture.
As main Learning Outcomes, we will show that cotinuous improvement is not a matter of retrospectives only, although they can be improved and the talk will give some advice on that. But it is also necessary to develop a culture of continuous improvement, and this involves a purpose, common goals, shared value and leadership. Also, Continuous Improvement dos not only affect process, but also product and people.
Ángel Medinilla (Córdoba, Spain, 1973) has 15+ years working experience in the ICT market. On 2007 he started his own Agile Consulting firm. Today, Proyectalis is considered the leading Agile consulting and coaching company in Spain, offering Agile training, consulting and implementation services to a wide spectrum of software, telco and internet local and worlwide companies. Customers include Ericsson, Vodafone, Electronic Arts, EADS, Abengoa, Odigeo, Auchan, Tui Travel, Schibsted, Thomson Reuters...
He is a regular speaker at Agile conferences in Sweden, Finland, Germany, Netherlands, Belgium, United States, Ireland, Slovenia, Austria, Czech Republic, Poland and, of course, Spain,
Angel is a Management 3.0 Licensed Trainer and a member of both the Scrum Alliance and the Agile Alliance. He is also a well known member of the Spanish Agile community, founder of Agile Spain and also a sponsor and chairman of the first Agile events ever done in Spain: Agile Open Space 2009 and Agile Spain Conference 2010.
He is the author of Agile Management (Springer) and also contributed to Beyond Agile: Stories of Agile Transformations, (Modus Cooperandi). He is currently working on an upcoming book on Agile Kaizen -- Continuous Improvement in Agile Environments.
To see more visit http://ale2013.alenetwork.eu

PLAYBOOK is project management software for new product development. It is proven to help project teams deliver project 30 to 50% faster with lean, agile and team principles embedded into the software. Planning is flexible, drag and drop and enables teams to change the playing field daily to win the game of new product development, play by play, together.

I discuss the process of continuous improvement as it relates to People, Product and Process. Teams and organizations can benefit from expanding continuous improvement from simple team process retrospectives into other equally important dimensions.

In this video, Dave walks you through a basic agile project to demonstrate how things really work in the agile world.
http://www.SourceSeek.com - Connect WIth Top Offshore Software Teams
SourceSeek (www.sourceseek.com) matches your software projects for free with trusted dev teams in the U.S. and around the world.
Whether you're a startup founder, small-business owner, or Fortune 100 manager, you need to get it right the first time.
But too often, software projects fail, resulting in wasted time and money. SourceSeek is here to help you keep your project on-time and on-budget, and your development partners highly motivated.
Our founder, Dave Hecker, is one of the foremost experts on outsourcing software, web, and mobile development projects. We're passionate about teaching both clients and vendors what they can do to ensure the success of their projects.
Here's what we do, in as little as two weeks:
- Quickly and efficiently assess a client's needs
- Intelligently match you to a dev team for your product or project needs
- Co-pilot to help you optimize distributed teams and see instant results
SourceSeek is free for clients; we find you the best teams and the perfect match. It's that simple.
Watch all our videos, send us feedback, and tell us about your project at http://www.sourceseek.com/get-started-now/.
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Developers Forum In conjunction with PDMA: Product Planning in An Agile World: Bridging the Gap Between Vision and Backlog
In the agile software development world many techniques exist to aid teams in constructing and organizing backlogs into sprints. But what about a collaborative technique to visualize the big picture between the vision and the product backlog? How do you support fixed milestones while still being agile? Roadmaps can help bridge the gap between the long term vision and the current sprint. So what are some best practices? What methods have been used in the past, good and bad, and how can we improve the process at our own organizations?
Panelists:
Adam Light, Management Consultant - Agile Delivery
David Nash, Vice President Product Management, ADP Dealer Services
Justin Burger, Development Manager, ADP Dealer Services
Dave Patterson, Sr. Agile Software Engineering and Quality Leader
Dorian Simpson, Managing Director, Planning Innovation and former PDMA President
Moderator: Jeff Krueger, Chairman of the TAO Technology Leadership Exchange and PM Evangelist

We have shipped. Everything works as intended, but...customers don't like our product. They won't buy it. "We have well executed a plan to achieve failure." (Eric Ries, the Lean Startup)
This too-often real example ignites this seminar's topic, which is aimed to inspire product organizations to connect to the business. In other words, market-driven. Despite the fantastic growth of the Agile movement, there is often still a gap between successfully building software and commercial success in the market. Pragmatic methodologies, Buyer, User Personas and and real examples will be used.

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